Introduction and when to use it The Social Market Attractiveness and Competitive Capability Matrix SMACC has its origins in the Boston Matrix and the GEMcKinsey Matrix but we have specifically tailored it to the Voluntary Sector It is an analysis tool which can help visually represent the r ID: 639883
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Social Attractiveness and Competitive Capability Matrix
Introduction and when to use it
The Social Market Attractiveness and Competitive Capability Matrix (SMACC) has its origins in the Boston Matrix and the GE/McKinsey Matrix but we have specifically tailored it to the Voluntary Sector. It is an analysis tool which can help visually represent the relative attractiveness of a portfolio of market opportunities and the relative competitive capability of an organisation to maximise those opportunities. It is an ideal framework to use at a Strategy or Future Vision Workshop, and can be tailored to individual organisations and situations.
Model ExplanationThe two dimensions of the matrix comprise; Market Attractiveness – which measures how attractive the opportunity is, irrespective of the organisation’s position. In the voluntary sector, the “market” can be initially divided betweenthe ‘financial attractiveness’ - how available funding might be; andthe ‘social attractiveness’ - which identifies the relative need of different beneficiary groups.The dimensions can be tailored but typically include market growth, market size, barriers to entry and other trends.Competitive Capability – measures the capability of the organisation relative to other suppliers providing services in these opportunities. Dimensions include strength of competencies, brand strength & reputation, cost advantages. Strategic Opportunities are then positioned relative to one another. Each quadrant has generic strategies associated with them but these can be tailored e.g. weak capability and unattractive markets – look to exit/find alternative approaches; those that are attractive and with a strong capability are invested in and form the core of the future strategic portfolio
The End Goal and BenefitsThe end goal is for a matrix - which is best created through a workshop process – is to become a single representation of the organisation’s strategic portfolio and strategy. One of the key benefits is that the analysis is ‘relative’ and so paired comparisons can be used to inform the position of opportunities, even if there is little information available. NB paired comparison is asking the question ‘is Opportunity A better or worse than Opportunity B?’ hence sequencing each opportunity relative to each other opportunity.
Social Market Attractiveness and Competitive Capability Matrix(SMACC)